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The purpose of this paper is twofold: first, the relationship between crowding perceptions (i.e. employees’ perceptions of insufficient personal space due to offices’ physical constraints) and deviant workplace behaviors (DWBs) directed at both the organization as a whole (DWB-O) and individuals (DWB-I); and second, privacy invasion from supervisors and peers as a mediator.

Data were collected from 299 respondents working in open-plan offices at four medium-to-large sized IT-based companies. Drawing on conservation of resources theory, the paper suggests that under crowding conditions employees can perceive the physical workspace as a space-related resource that is threatened leading them to engage in DWBs out of a conservation strategy.

Structural equation modeling results significantly supported main effects of employees’ crowding perceptions on the two types of DWBs, with privacy invasion from supervisors and peers as full mediator.

The study could suffer from mono-method/source bias, and specificities of the studied IT-based companies and their work can raise concerns about the generalizability of the results.

The findings indicate that a proper physical office arrangement can be a useful tool for managers in combating employee DWB.

To date, the origin of workplace deviance has mainly been investigated in terms of the psychosocial work environment; however, the physical labor conditions (i.e. the layout of buildings, furniture, workspace, air conditioning, workplace density, etc.) have received little systematic attention.

This paper aims to model staff reactions to a hotel based on the way they perceive hotel’s treatment of customers. It suggests that employees are not motivated to help abused customers in the form of customer-oriented behaviors (COBs) until employees also feel that they are victims of abuse by the hotel. Hence, effects of staff’s unfavorable justice perceptions for customers on employee COBs are expected to be negative until staff’s unfavorable justice perceptions for themselves, interacting in this relationship, turn it positive.

Drawing on social exchange and compassion theories, the argument is made that staff members who are also victims of abuse by the hotel can empathize more with guests, turning quid pro quo responses to abuse of customers into compassionate responses.

Regression results from a field study of 280 employees at ten hotels in the Canary Islands provide general support for our hypotheses.

By understanding when and why (un)fair treatment of guests and staff has consequences for the hotel in the form of COBs, hotel managers can favor a better staff response to hotels’ careful stewardship of the service encounter in terms of COBs. The reversal of the direction in the relationship suggests the unfolding of compassion within a justice framework, which challenges the long-lived perceived incompatibility between compassion and justice in the organizational literature.

The present study is the first one to study COBs stemming either from staff responses to hotels’ abuse of customers or COBs resulting from the interaction between perceived justice for customers and justice perceptions for themselves.

This paper aims to incorporate the justice framework of hospitality and marketing literature into the bus service user research to extend our knowledge about whether and why visitors on a local daytrip within a travel destination display behavioral intentions to revisit that destination. Because prior studies show that perceived justice leads customers to positive outcomes, the authors suggest that when bus service is provided fairly, it is more able to elicit feelings of satisfaction with the bus service in same-day visitors. This satisfactory context, in turn, leads same-day visitors to experience feelings of destination loyalty.

Data were collected from 105 day visitors on 48 bus arrivals to Las Palmas city from the southern area of Gran Canaria Island (Spain). The authors used partial least squares regression (SmartPLS 20) to test the relationships.

Although the studied relationships may be dynamic over time, and a cross-sectional method might seem useless in accounting for them, results support that the more fairly the bus operator treats the daytrip visitors, the more they express intentions to revisit the destination, with service satisfaction acting as a full mediator that explains this link.

These findings suggest that by promoting fair treatment on local daytrips, the travel destination, through the bus transport, is communicating to same-day visitors a collective effort to provide happy and successful local visits within the destination, thus contributing to the overall attractiveness of the destination.

This paper is one of the first empirical studies to provide a justice-based framework for understanding why tourists’ experiences during their local movements by bus within a destination could encourage these tourists to revisit the destination.

This paper aims to test whether servant leaders lead followers to socially interact more frequently, closely and personally with peers, and if this social interaction links servant leaders with employees’ personal social capital, both in terms of bonding (networks linking employees of a similar kind) and bridging (networks linking agents of different kinds).

Data were collected from 403 employees from 59 large Spanish hotels. Structural equation modeling was used to test the hypotheses.

The results reveal that servant leadership has a positive effect on bonding and bridging, which is mediated by employees’ social interactions with peers inside and outside their groups, respectively.

The findings suggest that hotel managers should adopt servant leadership to facilitate social interactions at work, thus allowing employees to individually gain personal assets that improve the hotel’s social capital resources.

This is the first study to analyze whether servant leadership shapes personal social capital in business settings. Moreover, it is the first to show the mechanisms (social interactions with peers inside and outside their groups) through which managerial servant leadership encourages this valuable personal asset in hotels.

The purpose of this paper is to examine whether the appearance of cyberloafing at work, that is, the use of the company’s internet connection for personal purposes, may be due to a workplace that lacks mindfulness and compassion. The authors first hypothesize that supervisors’ mindfulness is related to the mindfulness of their direct followers, and that both are related to employees’ compassion at work. The authors also hypothesize that compassion mediates the link between supervisors’ and followers’ mindfulness and cyberloafing, and that empathic concern mediates the link from compassion to cyberloafing.

A questionnaire was distributed to followers working in groups of three with the same leader in all of the 100 banks in London (UK). Supervisors and their direct reports (n=100) and 100 triads of followers (n=300) participated. The authors applied structural equation modeling (SEM) for analyses.

Results showed that supervisors’ and followers’ mindfulness were significantly related to each other and to compassion at work, but compassion acted as a mediator only in the case of supervisors’ mindfulness. Empathic concern mediated the compassion-cyberloafing link.

The study could suffer from mono-method/source bias and specificities of banks and their work processes can raise concerns about the generalizability of the results.

Findings suggest that mindfulness training may facilitate compassion at work, which, in turn, will restrain the occurrence of cyberloafing at work.

This is the first study to analyze how and why employees refrain from harming their organizations out of compassion.

This study investigated why employees' cyberloafing behavior is affected by their coworkers' cyberloafing behavior. By integrating social learning theory and deterrence theory, the authors developed a model to explain the role of employees' perceived certainty of formal and informal sanctions in understanding the effect of coworkers' cyberloafing behavior on employees' cyberloafing behavior.

The authors conducted a survey that involved a two-stage data collection process (including 293 respondents) to test our developed model. Mplus 7.0 was used to analyze the data.

The results revealed that employees' cyberloafing was positively affected by their coworkers' cyberloafing both directly and indirectly. The indirect effect of coworkers' cyberloafing on employees' cyberloafing was mediated by the employees' perceived certainty of formal and informal sanctions on cyberloafing. Employees' perceived certainty of formal and informal sanctions were found to mediate the relationship both separately (each type of sanctions mediates the relationship individually) and in combination (the two types of sanctions form a serial mediation effect).

The study reveals an important mechanism – employees’ perceived certainty of formal and informal sanctions – that underlies the relationship between coworkers' cyberloafing and employees' cyberloafing, thus, contributing to the cyberloafing literature. It also demonstrates the importance of negative reinforcement (perceived sanctions) in the social learning process, which contributes to the literature on social learning theory because previous studies have primarily focused on the role of positive reinforcement. Lastly, the study reveals a positive relationship between employees' perceived certainty of formal sanctions and informal sanctions, which has important implications for deterrence theory.

This study aims to hypothesize that the more in-house staff perceive themselves as beneficiaries of the procedural justice (PJ) followed in the outsourcing, or perceive their outsourced peers as recipients of distributive (DJ) and interactional justice (IJ), the more they will show acceptance and positive evaluations of the outsourcing initiatives. Although prior research in the hospitality industry has extensively studied individual-level reactions to organizational justice, no study has been undertaken to examine how hotel staff support and value outsourcing initiatives based on the way they perceive management’s treatment of them and their peers.

Questionnaire data from 215 in-house employees working side-by-side with outsourced employees at 14 hotels in Gran Canaria (Spain) were analyzed by using structural equation modeling.

The results found that in-house employees who perceived themselves or their outsourced peers as recipients of organizational justice to a greater extent reported greater support for outsourcing by expressing higher levels of acceptance and better evaluations. The results also supported procedural justice (PJ) as playing a dominant role over distributive (DJ) and interactional justice (IJ).

The findings suggest that by encouraging justice perceptions among in-house employees, mainly those related to properly discussing the outsourcing procedures with affected employees, hotel managers can promote successful outsourcing. Given that in-house employees reacted not only to the way they were treated by hotel management but also to the way their outsourced peers were treated, the findings also indicate that all (un)fair treatment in outsourcing, regardless of the recipient, should receive explicit attention by hotel managers.

This paper is one of the first to primarily focus on the individual level of analysis in examining and supporting organizational justice in hotel firms as a factor influencing outsourcing success.

This study presents “cybercivism” as the one extra‐role IT behavior that, seeking an opposite direction to cyberloafing, tries to capture the organizational citizenship behavior (OCB) that employees show through Internet use. Just as prior research offers empirical evidence that work attitude is an OCB antecedent, the model tested suggests that employees’ positive attitudes toward several work elements could also explain cybercivism. These work elements include attitudes toward their coworkers, supervisors, organizational leaders in general, their own tasks, clients, and toward themselves (self‐esteem). Data were collected from 154 of the 758 (20.32 per cent) nonteaching employees of a Spanish public university. Structural equation modeling results show that the attitudes toward the clients, the supervisor, and self‐esteem, effectively promote cybercivism. Other analyzed attitudes did not reveal significance. Implications of the results for the prediction and monitoring of cybercivism are discussed, and future research directions are offered.

Prior research has found empirical evidence that procedural justice is an antecedent of cyberloafing in the workplace. The purpose of this paper is to explore why that association is possible. It is argued that perceptions of procedural justice affect cyberloafing because unfair procedure places an employee in conflict with the organizational rules. Accordingly, this paper predicts that it is normative conflict rather than procedural justice that really prompts employees to retaliate against the organization by engaging in cyberloafing.

Data are collected from 147 (19.4 percent) of the 758 non‐teaching staff at a public university where internet usage policy to combat its improper use has been increasingly rigid. Structural equation modeling is used to test the predicted mediation.

The results show that procedural justice is an antecedent of the normative conflict that fully mediates the link between procedural justice and cyberloafing.

The subjects in this study reflect job conditions that are peculiar to the public sector. This may limit the ability to extrapolate the findings to the private sector. The findings provide a new explanation for the mechanics of the link between unfair/fair procedural perceptions and cyberloafing.

The findings contribute to a better understanding of the way procedural justice is able to monitor cyberloafing, and discusses how actions designed to promote procedural justice may be useful to the efficient management of normative conflict, hence, the normative process is able to stifle cyberloafing.

Employee perceptions of normative conflict are shown to mediate the relationship between procedural justice and cyberloafing. This is the first empirical test of this mediation.

Anomic feelings (AFs) are predicted to play a moderating role in the relationship between organisational justice perceptions and the citizenship use of the organisation's internet access, or cybercivism. The purpose of this paper is to hypothesise that, just as AFs are supported in prior research as able to intensify the negative effects of organisational justice (OJ) on cyberloafing, they will also intensify the positive effects of OJ on cybercivism.

Data were collected from 270 (17 per cent) of the 1,547 respondents at a public university.

Except in the case of procedural justice, the results support that AF act as a moderator of the OJ‐cybercivism link because, among employees with comparatively less AF, the perceptions of the OJ under study (distributive, procedural and interactional) had a stronger impact on cybercivism.

To generalise from a convenience sample of 17 per cent to the entire University is unfeasible, let alone the “public sector” as a whole for a whole culture/country. Therefore, the paper only aims to be an early exploration of actual phenomenon, and to provide new insights necessary to understand the impact of pervasive new media and information and communication technologies (ICTs) on individual behaviour in virtual work settings.

The findings contribute to an improved understanding of the influence of OJ on cybercivism. As a moderator, anomia is supported in our sample as one of the key “controllers” of the OJ predictions on cybercivism and sets a new scenario in seeking electronic business effectiveness. By encouraging convincing values and equity in the workplace, organisational management seems be on the right path to create the proper context for cybercivism to occur.

Employee AFs are shown to be a moderator in the relationship between OJ and cybercivism. This is the first empirical test of this interaction.